Recruitment and Selection: Internal and External Sources Report

This report delves into the crucial aspects of recruitment and selection processes within organizations, highlighting the significance of effective strategies for business growth. The report begins by identifying and analyzing the use of internal and external recruitment sources by two different organizations, Sainsbury and Argos. It then examines the impact of legal and regulatory frameworks, such as the Equality Act 2010 and the Employment Act 2002, on recruitment and selection activities, emphasizing the importance of fair practices and non-discrimination. Furthermore, the report details the preparation of essential documents like job descriptions, person specifications, and job advertisements, comparing their purposes in the recruitment process. The analysis extends to evaluating the usefulness of documents used in the interview pack. The report also covers the planning and execution of a selection interview, including clarifying selection criteria, planning interview questions, and participating in the interview process. Finally, the report concludes with the development of a recruitment plan, including placement goals and sourcing strategies to attract a diverse applicant pool, and discusses the importance of a structured recruitment plan for hiring the best candidates.

RECRUITMENT AND
SELECTION

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1. Identify how two organisations plan recruitment using internal and external sources.........1
P2. Explain the impact of the legal and regulatory framework on recruitment and selection
activities.......................................................................................................................................2
TASK 2............................................................................................................................................3
P3. Prepare the documents used in selection and recruitment activities.....................................3
M1. Compare the purposes of the different documents used in the selection and recruitment
process of a given organisation....................................................................................................5
D1. Evaluate the usefulness of the documents in the interview pack for a given organisation, in
facilitating the interview process.................................................................................................6
TASK 3............................................................................................................................................6
P4. Plan to take part in a selection interview...............................................................................6
P5. Take part in a selection interview..........................................................................................6
M2................................................................................................................................................7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
Recruitment and selection process is one of the most important HR function which makes
a great impact on the revenue growth and the profit margins of a company as compared to other
tasks such as retention, on-boarding, leadership development and managing talent. An effective
recruitment and selection process reduces turnover (Bamberger, Biron and Meshoulam, 2014).
These processes match up the right person with the right job skills. The present report will
identify how two organisations plan recruitment using internal and external sources. It will also
explain the impact of the legal and regulatory framework on recruitment and selection activities.
Further it will evaluate the experience of planning and participating in the recruitment and
selection process.
TASK 1
P1. Identify how two organisations plan recruitment using internal and external sources
Recruitment at Sainsbury
Internal Sources:
When a vacancy arises in the organisation, it may be given to an employee who is already on
the pay-roll. Internal sources include promotion, transfer and in certain cases demotion (Boella
and Goss-Turner, 2013). The various internal sources used by Sainsbury are:
 Promotions: Promotions refer to shifting of persons to positions carrying better prestige,
higher responsibilities and more pay. The higher positions falling vacant may be filled up
from within the organisation (Bridle, 2010).
 Present Employees: The present employees of a concern are informed about likely vacant
positions. The employees recommend their relations or persons intimately known to
them.
External sources
 Campus Recruitment: The organisation conducts interviews in the campuses of
Management institutes and Engineering Colleges. Final year students, who're soon to get
graduate, are interviewed. Suitable candidates are selected by the organisation based on
their academic record, communication skills, intelligence, etc. (Camelo-Ordaz and et.al.,
2011). This source is used for recruiting qualified, trained but inexperienced candidates.
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 Management Consultants: Management consultants are used for selecting higher-level
staff. They act as a representative of the employer (Dimba, 2010). They make all the
necessary arrangements for recruitment and selection. In return for their services, they
take a service charge or commission.
Recruitment at Argos
Internal sources
 Transfers: Transfer involves shifting of persons from present jobs to other similar jobs.
These do not involve any change in rank, responsibility or prestige (Guest, 2011).
 Retired Managers: Sometimes, retired managers may be recalled for a short period. This
is done when the organisation cannot find a suitable candidate.
 Internal Advertisements: Here, the vacancy is advertised within the organisation. The
existing employees are asked to apply for the vacancy. So, recruitment is done from
within the organisation.
External sources
 Advertisement: Advertisement can be given in newspapers and professional journals.
These advertisements attract applicants in large number of highly variable quality.
 Recommendations: The organisation may also recruit candidates based on the
recommendations received from existing managers or from sister companies (Claydon
and Beardwell, 2010).
P2. Explain the impact of the legal and regulatory framework on recruitment and selection
activities
Acts of Parliament and Legislation are created in order for businesses and people to co-
operate effectively whilst adhering to specific rules that prevent discrimination, inequality and
victimisation (Jackson and et.al., 2011). Legislation is created to set a fair and secure relationship
between employees and employers.
Equality Act 2010: The Equality Act 2010 is legislation which enables anybody with specific
characteristics to have equal rights and protection from discrimination and victimisation.
Characteristics may include: Race, religion, sexuality, disability (Oke, 2016).
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Employment Act 2002: The Employment Act 2002 is legislation that is intended to provide an
incentive for employers and employees to resolve any problem through dialogue, in cases where
such procedures have not existed previously or have been used, and as a result of this, forestall
legal action (Longenecker and Fink, 2013). Within the piece of legislation itself there are two
different types of procedure defined in the Act: A standard procedure and a simple, more
modified procedure.
TASK 2
P3. Prepare the documents used in selection and recruitment activities
Job description- Sales assistant
Responsibilities
 Ensure high levels of customer satisfaction through excellent sales service
 Maintain outstanding store condition and visual merchandising standards
 Maintain a fully stocked store
 Ascertain customers’ needs and wants
 Recommend and display items that match customer needs
 Welcome and greet customers
 Manage point-of-sale processes
 Actively involve in the receiving of new shipments
 Keep up to date with product information
 Accurately describe product features and benefits
 Follow all companies policies and procedures
Person Specification- Sales Assistant
 Proven working experience in retail sales
 Basic understanding of sales principles and customer service practices
 Proficiency in English
 Track record of over-achieving sales quota
 Solid communication and interpersonal skills
 Customer service focus
 Friendly, helpful, confident and engaging personality
 Basic administration skills
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 High school degree
JOB ADVERTISEMENT
SALES ASSISTANT SR
Location :
Job Number: 176940
Argos
Description
The ideal Executive Sales Assistant is a dedicated, hardworking team player that thrives
in a fast-paced environment. This person must maintain strict confidentiality and demonstrate a
high level of honesty, integrity and cultural awareness. They should be friendly and
approachable.
The post will include the following responsibilities:
Weekly:
• Integrated Billing Reports
• Pre-emption Reports (Daily)
• Maintain PTO tracker
• Monitor Call-ins
• Post
• Spot Times
• Log Times
• Log Reconciliation
• Aging Bi-weekly
• Invoices
• Back Up for Telemundo Orders
Monthly:
• Maintain and update Matrix account list
• Assist Managers with ReQlogic
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• Maintain the Presidents Circle Cup criteria
• Pull Kantar zero-share reports
Quarterly:
• Manage and facilitate contest elements
• Track and update sales sponsorships
• Organize and maintain supply room closets for both stations
When Needed:
• Order office supplies & Snacks for office meetings
• Produce and update sales forms
• Assist with sales orders in Wide Orbit
• Ticket Tracker
• Assist Sales Managers with on-going projects
• Routing and keeping new business and account claim forms
• Assist on-boarding for new hires
• Reservations for conference room meetings and client visits
• Sales projects and events coordination
• Other responsibilities as they come up
M1. Compare the purposes of the different documents used in the selection and recruitment
process of a given organisation
During the process of recruitment and selection, there are many documents used and
analysed during this time (Price, 2011). The documents used during this process were a job
description, a job advert, a person specification, a CV, a covering letter, a short listing form, an
interview checklist and interview questions were also used.
A job description is an outline of all that is needed for a particular position. It contains the
job title, the main purpose of the job and the duties needed for the job. This document is found
on the application form to inform the applicant of what is needed from them for this role (Purce,
2014). This document is important because it outlines the main purpose of the job and lists all the
duties that are to be performed if appointed. A person specification describes the requirements an
applicant needs to have to be able to do the job (Rothwell and Kazanas, 2013). This is different
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from a job description because a job description describes the job whilst a person specification
describes the person needed to do the job.
D1. Evaluate the usefulness of the documents in the interview pack for a given organisation, in
facilitating the interview process
A person specification also helps to during the selection process because it helps pick out
the suitable person. A person specification is found on an application form to inform the
applicant whether they are the right person for this job. This document can also be used to during
appointing staff because the owner can use this as a checklist to see whether the person they are
choosing is right for the job (Shields and et.al., 2015). It is important that the skills and
experience is included in the person specification and is relevant to the job role because there is a
risk that someone may be recruited on a wrong basis. A person specification helps to assist the
focus within the recruitment process and helps to avoid any problems. A broad, general, and
written statement of a specific job, based on the findings of a job analysis. It generally includes
duties, purpose, responsibilities, scope, and working conditions of a job along with the job's title,
and the name or designation of the person to whom the employee reports (Stone and et.al., 2015).
TASK 3
P4. Plan to take part in a selection interview
Clarifying and agreeing selection criteria
The selection criteria should be taken from the person specification. I will take time to
ensure that they are all agreed on these criteria with a common understanding of what they mean.
Planning questions
From the agreed understanding of the selection criteria I will develop a limited set of
specific questions pertaining to the essential duties and responsibilities of the position to probe
for the candidate’s strengths and weaknesses.
P5. Take part in a selection interview
I worked together with the panel as a team so that it was very helpful for members to
consider in advance how they will could with potential problems and disagreements. I also
ensured that I develop and demonstrate a shared understanding of what equal opportunities
interviewing entails. It is advisable to discuss how they can interrupt each other if they think it is
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necessary. It helps to take time after the first interview to evaluate how it went and how the panel
are working together.
M2.
Following are the interview questions:
 Why did you choose to work in a retail environment?
 What are your strengths as a sales assistant?
 Why should we hire you?
 Why did you leave your last job?
 Tell us of a particularly difficult situation that you handled successfully.
 How do you deal with an irate customer who is not satisfied by the product?
 Give example of a time when you were challenged? How did you cope?
 What is the best thing about retail sales profession?
D2.
Step 3: Develop Recruitment Plan
Each position requires a documented Recruitment Plan which is approved by the
organizational unit. A carefully structured recruitment plan maps out the strategy for attracting
and hiring the best qualified candidate and helps to ensure an applicant pool which includes
women and underrepresented groups including veterans and individuals with disabilities (Wilton,
2016). Therefore I prepared the plan for recruitment.
In addition to the position’s placement goals the plan contains advertising channels to be
used to achieve those goals. The recruitment plan is typically developed by the hiring manager in
conjunction with the Departmental HR Coordinator. Placement goals identified are displayed on
the position requisition in the ATS.
Next, I identified the placement goals. Placement goals are required for each recruitment.
I ensured that placement Goals should include outreach efforts to veterans and individuals with
disabilities
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A variety of recruiting sources (both internally and externally) were utilized to attract
candidates who reflect the diversity values in its workforce. Every effort was made to conduct a
thorough search by advertising widely before filling a position. In order to identify the widest
and talented applicant pool, sourcing and outreach activities were engaged. Passive candidate
sourcing is an activity which was conducted during this phase in the recruitment process. This
was typically done by me using social media and networking channels. Panel interviews, can be
an intimidating environment for an interviewee, so I ensured to break the ice as and when
possible.
CONCLUSION
Employing the right person for the business might be the most important part of your
venture. An effective recruitment and selection process reduces turnover. These processes match
up the right person with the right job skills. Interviews and background checks ensure that a
company employs a candidate who is reliable and carries out the objectives planned for
providing quality services and goods to the customers. It is important to list the skills that new
hire will need to fulfil his duties. Effectively recruiting and selecting the right employee, there is
a domino effect. Recruitment is, therefore, one of the most important of HR functions, which
requires careful planning from start to finish. Also, a job recruiter needs to have business
acumen, far-sightedness to judge organizations growth requirements and astute judgement.
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REFERENCES
Journals and books
Bamberger, P. A., Biron, M. and Meshoulam, I., 2014. Human resource strategy: Formulation,
implementation, and impact. Routledge.
Boella, M. and Goss-Turner, S., 2013. Human Resource Management in the Hospitality
Industry: a Guide to Best Practice. London: Routledge.
Bridle, P., 2010. HR should be buried and then given a seat on the board. Human Resource
Management International Digest. 18(1). pp.5-7.
Camelo-Ordaz, C. and et.al., 2011. The influence of human resource management on knowledge
sharing and innovation in Spain: the mediating role of affective commitment. The
International Journal of Human Resource Management. 22(07). pp.1442-1463.
Claydon, T. and Beardwell, J., 2010. Human Resource Management: a Contemporary Approach.
6th ed. London: Prentice Hall.
Dimba, K. B., 2010. Strategic human resource management practices: effect on performance.
African Journal of Economic and Management Studies. 1(2). pp.128-137.
Guest, D. E., 2011. Human resource management and performance: still searching for some
answers. Human Resource Management Journal. 21(1). pp. 3-13.
Jackson, S. W. and et.al., 2011. HR's global impact: building strategic differentiating
capabilities. Strategic HR Review. 10(4). pp.33-39.
Longenecker, O. C. and Fink, S. L., 2013. Creating human-resource management value in the
twenty-first century: Seven steps to strategic HR. Human Resource Management
International Digest. 21(2). pp.29 – 32.
Oke, L., 2016. Human Resources Management. International Journal of Humanities and
Cultural Studies (IJHCS) ISSN 2356-5926. 1(4). pp.376-387.
Price, A., 2011. Human Resource Management. Cengage Learning.
Purce, J., 2014. The impact of corporate strategy on human resource management. New
Perspectives on Human Resource Management (Routledge Revivals). 67.
Rothwell, W. and Kazanas, H., 2013. Planning and Managing Human Resources: Strategic
Planning for Human Resource Management. Human Resource Development.
Shields, J. and et.al., 2015.Managing Employee Performance & Reward: Concepts, Practices,
Strategies. Cambridge University Press.
Stone, D. L. and et.al., 2015. The influence of technology on the future of human resource
management. Human Resource Management Review. 25(2). pp.216-231.
Wilton, N., 2016. An introduction to human resource management. Sage.
Online
Akrani, G., 2011. Internal and External Sources of Recruitment - Merits Demerits. [Online].
Available Through: <http://kalyan-city.blogspot.in/2011/07/internal-and-external-
sources-of.html>. [Accessed on 6 May 2017].
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